Coda staffing7/4/2023 ![]() outcomes we need to achieve) and an initial list of initiatives we want to pursue. We build the product strategy collaboratively in three steps, between November and January.įirst, the Product Leadership Team identifies priorities for the year (e.g. The painted picture informs our annual strategy, which sets the direction for the entire AMPED org for the next 12 months. How far out do you plan in detail, and how has that evolved over the years? So we’re not only thinking of what to build but how to position it, how to differentiate, and how to reach the users. Another great example here is that Product Marketing is part of our product development process from the start. What we see is that the AMPED structure brings together all required functions into the team from the get-go they bring diverse perspectives, as well as empathy for each other and the users, resulting in a much more effective product development process. For example, improving first-time user experience is an outcome that is supported across multiple streams. For example, the Enterprise stream focuses on the enterprise admin and security persona, while the Platform stream is focused on developer persona, and the Growth stream is more horizontal, focusing on specific acquisition and activation outcomes.įinally, we have common metrics across all of AMPED that are supported by multiple streams and teams. AMPED is organized into seven “product streams” aligned to the product component that each stream owns:Įach stream focuses on a set of user personas or outcomes. Today the product organization is a cross-functional team composed of A nalytics, (Product) M arketing, P roduct, E ngineering, and D esign-or AMPED for short. Then we evolved our structure to focus more on users, experimenting with use-case-focused teams to solve specific user needs and end-to-end experiences, e.g. The first structure divided the org between “Core Product” and “Growth,” which allowed each team to stay focused on one priority: delivering product features or driving growth. Over time, we’ve experimented with multiple organizational structures. Their epic team rituals, including MiroFest: The power of having a three-year “painted picture” vision Their systems for maintaining a high quality bar, including their “ Mona Lisa principle” and their design review process Their focus on speed-and how they operationalize it What stood out to me most about Miro’s approach to product: ![]() startups), there’s a lot we can learn from Miro’s journey. With over 50 million users, and a valuation of $17.5 billion (making it one of the 10 most valuable U.S. In part four of an ongoing series on how the best product teams build product (don’t miss Figma, Coda, and Duolingo ), Varun delves into Miro’s OKR process, planning systems, design reviews, product building philosophy, and, as always, shares tons of plug-and-play templates you can start using today. Varun Parmar’s podcast appearance about Miro’s unique approach to product got so much love that I knew I needed to go deeper. ![]()
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